{"id":4449,"date":"2022-05-26T13:52:06","date_gmt":"2022-05-26T12:52:06","guid":{"rendered":"https:\/\/www.cardonet.com\/news\/?p=4449"},"modified":"2022-05-30T09:09:38","modified_gmt":"2022-05-30T08:09:38","slug":"why-it-projects-usually-end-in-failure","status":"publish","type":"post","link":"https:\/\/www.cardonet.com\/news\/why-it-projects-usually-end-in-failure\/","title":{"rendered":"Why IT projects (usually) end in failure"},"content":{"rendered":"\n

If you are finding that your IT projects seem destined for failure, don\u2019t worry – you\u2019re not alone.  <\/strong>According to a Harvard Business Review<\/a> study, the average IT project runs 27% over budget. That\u2019s not even the most frightening part: one in six ends up<\/strong> costing more than double the initial budget<\/strong>, as well as taking 70% more time than anticipated.<\/p>\n\n\n\n

Whether you are automating a warehouse or just rolling out a few new computers, there are many upsides to a well-managed digital transformation project. Here are\u00a0a few common mistakes<\/strong>\u00a0that could cause your project to bomb.\u00a0<\/p>\n\n\n\n

You don\u2019t have a clear vision<\/strong><\/h2>\n\n\n\n

What is the goal of your project? You should be able to explain why the project is being undertaken in the first place: what problem is it solving, and for who<\/strong>? You should also be clear on why you\u2019re doing it this way instead of another.<\/p>\n\n\n\n

If you can\u2019t answer these questions and aren\u2019t clear on what the completed project should look like, it will lack direction. Without direction, you are unlikely to solve the problem that gave rise to the project in the first place.<\/p>\n\n\n\n

This vision should be shared by the managers overseeing the project as well as the team implementing it. Their goals should be aligned, and they should share a sense of what success looks like. <\/p>\n\n\n\n

You should be driven with the end-user in mind.<\/strong> Does this make their lives easier? Does it allow them to work more effectively?<\/p>\n\n\n\n

You answer the wrong question<\/strong><\/h2>\n\n\n\n

One of the biggest risks that comes with no clear vision is that you try to solve the wrong problem. Or, you might find a solution where no problem exists at all<\/strong>. <\/p>\n\n\n\n

Let\u2019s say John feels his business\u2019 digital capability is lagging behind competitors. He decides to make the move to a cloud environment<\/a>. <\/p>\n\n\n\n

But the project is a failure: the IT team does not have the skills to implement the move in the first place and the rest of his staff find the new system too complex to use. What went wrong?<\/p>\n\n\n\n

John answered the wrong question. The business\u2019 lack of digital capability is not the fault of one outdated technology, but rather due to a general lack of IT competency. His solution caused more harm than benefit<\/strong>. <\/p>\n\n\n\n

When you solve the wrong problem, the best-case scenario is that you suffer an opportunity cost. You\u2019ve used resources to solve a non-issue when you could have used them to solve an actual problem. <\/p>\n\n\n\n

The worst-case scenario is that you\u2019ve created more problems than you started out with. Your changes are unwanted and arbitrary, and make the processes more<\/em> complicated rather than less.<\/p>\n\n\n\n

You lack a plan<\/strong><\/h2>\n\n\n\n

To carry out an IT project effectively you need to keep track of many moving parts. <\/p>\n\n\n\n

We at Cardonet know this first-hand<\/strong>. When we partner with a new hotel<\/a>, it\u2019s like balancing plates. We need to ensure that the various technology vendors are delivering on time, to the right standard, as well as overseeing the installation and maintenance of internet connectivity by the ISP. <\/p>\n\n\n\n

The need for proper project management has only increased with the recent supply chain pressures.<\/p>\n\n\n\n

If those implementing the project don\u2019t know what needs to be done by when<\/strong>, and which milestones need to be met in order to get there, it is unlikely that they will be able to execute it well.    <\/p>\n\n\n\n

The longer your project is going to take, the more time there is for things to go wrong. You need a timeline which reflects the actual needs of the project.<\/p>\n\n\n\n

If you know that your project needs five months, but you agree to complete it in three, then one of two things are likely to happen. You may complete it in the allocated three months, but it won\u2019t be up to scratch and no one will want to use it. <\/p>\n\n\n\n

On the other hand, you may get it done to the expected standard, at the cost of a delayed project (read: an upset client or other stakeholders).<\/p>\n\n\n\n

You can be confident that your schedule will add value<\/strong> if it has:<\/p>\n\n\n\n